Most leaders would agree that culture is an essential element of the success of any organization. However, in a study by the HR company, Hayes, 46% of employees cited culture as the reason they quit their job. Clearly, there is room for improvement when it comes to workplace culture.

Before we get into the signs and symptoms of a dysfunctional culture, it is helpful to outline what culture does in business.

People often use the terms quality assurance and quality control interchangeably. However, although they are similar, there are essential differences between the two ideas. Each is a piece of the quality management puzzle. While some quality assurance and quality control activities are related, the goals and tools of each are different. 

The modern, technology-driven business landscape offers countless opportunities to introduce new products and services to the market. Unfortunately, even the most innovative leaders with clear visions often fail to achieve their strategic goals. Many organizations can’t meet the challenge to effectively define, staff, and manage the set of projects and programs necessary to see the strategy succeed.

The Strategic Execution Framework (SEF) developed by the Stanford Advanced Project Management program offers a structure to improve strategy execution abilities and speed organization through systemic change that leads to high performance and returns on strategic initiatives. 

I've noticed something interesting in all articles and blogs I read about CQI (Continuous Quality Improvement). Most of the writing addresses how to launch a new CQI program for the organization, which is obviously essential. However, I've found less written about how to bake CQI into the onboarding process for new employees. After you've been doing CQI for a while, it will be second-hand nature for your existing team, but your new hire may have no experience with Kaizen or daily improvement.

Here are some ways our customers have had success getting new team members ready to contribute to positive change right out of the gate.

In automotive manufacturing, there are several things you can take for granted; unfortunately, some are unwelcome. The Six Big Losses are an uninvited guest in automotive manufacturing plants everywhere. They are the wastes that rob your organization of productivity, opportunity, time, and money, often under the radar.

To counter the Six Big Losses, you have to understand them. Knowing what to look for is crucial when trying to eliminate waste in any form, especially concerning the Six Big Losses. Bringing them into the open early can help limit their ability to impact your process and allow you to reduce or rid yourself of them completely.

As the Thanksgiving holiday approaches in this most difficult year, it is undeniably human to focus on all that is lost. The toll of this pandemic is enormous even for those not directly affected by COVID. But light can often be found in the darkest of places. This year, we’ve been reminded of a few truths that give us hope for a brighter future for ourselves, our team, and our community.

The practice of Kaizen is not about a particular way of performing business operations or even a specific approach to process improvement. Instead, it is a way of thinking about business operations that can transform how you look at problems and open up new doors to innovation. Kaizen seeks to move operations nearer and nearer to perfection through incremental improvement. Embracing the approach is not only beneficial for organizations, but it can also accelerate the development and help the careers of individual employees as well.

Here are seven ways of thinking that can help you become a champion for positive change.